Resultados

Statoil, Scandinavia's largest company, boasts revenues of US$90 billion and has 21,000 employees working...

Statoil, Scandinavia's largest company, boasts revenues of US$90 billion and has 21,000 employees working in 36 countries. Fortune magazine ranks Statoil only 67th on size but 1st on social responsibility and 7th on innovation. In the last 10 years, the company has consistently performed above its peer average on shareholder return and return on capital employed (ROCE). Statoil has recently developed a radical new management model based on the Balanced Scorecard that we call Ambition to Action, which emphasizes a self-regulating, business-driven approach. The company abolished traditional budgeting in 2005 and decided to leave the calendar year where possible in 2010. What prompted us to make such counterintuitive moves? A story from the Netherlands suggests some answers....

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Twenty years ago, we published our article, "The Balanced Scorecard--Measures That Drive Performance"...

Twenty years ago, we published our article, "The Balanced Scorecard--Measures That Drive Performance" in the Harvard Business Review. In her editorial for that issue, then HBR editor Rosabeth Moss Kanter wrote about the importance of frameworks for improving managerial effectiveness: "Shared disciplines facilitate teamwork and allow organizations flexibility. People can get to work faster--and more easily work together in new groupings--when they share a methodology, or planning and problem-solving framework. . .The important thing in a disciplined organization is that everyone uses the same approach."...

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We have seen many organizations set ambitious high-level financial goals but dedicate almost no time...

We have seen many organizations set ambitious high-level financial goals but dedicate almost no time to ensuring that the resources they have allocated will enable them to achieve these goals. To formulate a sound strategy, executives need a deep understanding of their organization's financial goals and targets; that is, the level of financial performance required to meet stakeholder expectations. These targets are typically high-level financial outcomes such as improved revenue; margin; earnings before interest, taxes, depreciation, and amortization (EBITDA); or market share. Such outcomes constitute the "endgame" that an organization is working toward....

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La maquinaria de los negocios se ha estropeado. Necesitamos recuperar la dirección humanista para que...

La maquinaria de los negocios se ha estropeado. Necesitamos recuperar la dirección humanista para que vuelva a funcionar. Este dossier incluye los artículos: ?Manifiesto por una gestión empresarial más humana?, de Rafael Andreu y Josep Maria Rosanas; ?Claves para conseguir un liderazgo de altura?, de Claudia Peus; ?Un gobierno corporativo a prueba de crisis?, de Michael Pirson y Shann Turnbull....

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La credibilidad de la empresa como institución está en mínimos históricos. La mayoría de las medidas...

La credibilidad de la empresa como institución está en mínimos históricos. La mayoría de las medidas prescritas no hacen sino pasar de puntillas por los problemas. Lo que se necesita realmente es una vuelta radical a los fundamentos de la dirección de empresas y de nuestros modelos económicos actuales. En este artículo los autores repasan las teorías y prácticas que nos han llevado hasta aquí y proponen siete pilares para avanzar hacia una gestión más humanista que vuelva a situar los valores y las relaciones sociales en el centro de los negocios....

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The litany of institutional, market and leadership failures that precipitated one of the worst economic...

The litany of institutional, market and leadership failures that precipitated one of the worst economic crises in modern history is staggering. Yet efforts by policy makers and business leaders to improve matters have so far fallen short of what’s truly needed, and do little but tinker at the very edges of the economic system. This article makes seven key recommendations to move us toward a more humanistic model of management, placing human values and social relationships back at the core of business. By tackling the deeper malaise troubling modern business management, the authors seek to redefine the current business paradigm, and they propose a stronger model of management that would enable the business world to flourish once again....

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The business machine is broken. Strip away the mechanistic view of management and humanize the firm once...

The business machine is broken. Strip away the mechanistic view of management and humanize the firm once again. This executive dossier includes the following articles: "Putting People First: Writing a Manifesto for Better Management" by Rafael Andreu and Josep M. Rosanas; "The Value of Values: Giving Wings to Your Leadership Style" by Claudia Peus; "Network Governance: A New Approach to Fix Broken Governance" by Michael Pirson and Shann Turnbull....

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La credibilidad de la empresa y otras instituciones está en mínimos históricos. Ante esta realidad,...

La credibilidad de la empresa y otras instituciones está en mínimos históricos. Ante esta realidad, el dossier del número 13 de la revista IESE Insight plantea la necesidad de un golpe de timón humanista como el mejor camino para que los negocios vuelvan a funcionar. Los profesores del IESE Rafael Andreu y Josep Maria Rosanas repasan los planteamientos que nos han llevado hasta aquí y proponen siete pilares para situar de nuevo los valores y las relaciones sociales en el centro de la actividad empresarial. Claudia Peus, de la TUM School of Management, ofrece las claves del liderazgo humanista, también conocido como transformacional. Por su parte, Michael Pirson, de la Graduate School of Business Administration de la Universidad Fordham, y Shann Turnbull, director del International Institute for Self-governance, abogan por la "gobernanza en red" para avanzar hacia una sociedad realmente sostenible y humanista. En la sección de Temas, el profesor del IESE Miguel Cantillo y Nicholas Corbishley analizan los entresijos de una salida a Bolsa como la de Facebook, mientras que Marta Elvira, Carlos Rodríguez Lluesma y Núria Mas, también del IESE, reflexionan sobre las oportunidades que ofrece el envejecimiento de la población a la hora de revitalizar el sistema sanitario y asistencial. En otras secciones, la entrevista al presidente de Toys "R" Us para Europa muestra que la industria del juguete no es un juego de niños, el caso de Kola Real apunta los dilemas de las nuevas multinacionales emergentes y el reportaje sobre el transporte durante los Juegos Olímpicos de Londres ilustra la complejidad logística de este evento global....

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IESE's Rafael Andreu and Josep M. Rosanas make seven key recommendations to move us toward a more humanistic...

IESE's Rafael Andreu and Josep M. Rosanas make seven key recommendations to move us toward a more humanistic model of management. Claudia Peus (TUM School of Management, Technische Universität München) looks at some humanistic leadership principles underpinning successful organizations, and offers guidelines for managers on the factors that are hugely important for managing organizational change initiatives effectively. Michael Pirson (Fordham University Schools of Business) and Shann Turnbull (International Institute for Self-Governance) propose the adoption of network governance, which they say would prevent power abuse and allow for greater cooperation among all stakeholders. IESE's Miguel Cantillo and Nicholas Corbishley discuss what companies, like Facebook, can hope to gain from going public. IESE's Marta Elvira, Carlos Rodríguez Lluesma and Núria Mas identify best practices and business opportunities in the management of care services to cope with the aging populations of industrialized countries. Antonio Urcelay, president of Toys “R” Us Europe, discusses the challenges of his sector, including outsourcing to China, the rise of emerging markets, e-commerce, and the role and responsibility of management. The case study on Kola Real considers the Latin American cola maker’s chances of becoming a top multinational in a soft-drink market dominated by Coca-Cola. And David McNeill, of Transport for London, talks about the logistics of moving millions of visitors during the London 2012 Summer Games....

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The case study presents the challenging task of expanding the widely successful Escuela Nueva pedagogy...

The case study presents the challenging task of expanding the widely successful Escuela Nueva pedagogy on a global scale. Escuela Nueva provides a cost-effective, replicable and scalable solution for improving the quality of basic education in low-income schools. It started in rural Colombia, but has since expanded, principally to a large number of Latin American countries. Evidence shows that wherever Escuela Nueva is implemented, children become more interested in learning and are able to understand and retain new knowledge better. Research initiatives and evaluations have confirmed the superior academic, personal and civic achievements of Escuela Nueva students in addition to a reduction in drop-out and repetition rates in centers where the pedagogy is in use. The Escuela Nueva concept was invented in 1974 by Vicky Colbert and the Escuela Nueva Foundation (ENF) was set up in 1987 to promote the Escuela Nueva concept. In the spring of 2009, Vicky Colbert had to decide how to proceed with ENF's international expansion strategy. In 2007, she had received the Skoll award for social entrepreneurship and the Clinton Global Citizen award, and she was committed to expanding Escuela Nueva (EN) to at least one country in Asia and one in Africa. The case study explores the strategic choices that (social) entrepreneurs face when deciding how to scale up their businesses on a global level. It addresses specific issues such as which parts of the business model are scalable, whom to partner with, and which organizational changes need to be implemented. The case study can be used in a social entrepreneurship course as part of an MBA program, or in a more mainstream entrepreneurship or strategy course with a focus on scaling up and expanding internationall ...

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El tema central de este documento es la definición de los elementos clave que deben formar parte del...

El tema central de este documento es la definición de los elementos clave que deben formar parte del Plan Estratégico de Turismo de Barcelona 2015. En él se repasa la historia de la estrategia turística de Barcelona, centrándose en los Juegos Olímpicos de 1992 y sus repercusiones en el sector turístico. Con ello se pone de relieve el estrecho vínculo entre el negocio del deporte y la táctica de posicionamiento estratégico de la ciudad y se subraya la importancia de coordinar acciones entre las esferas pública y privada. Además, el documento combina información histórica con datos recientes a disposición de las autoridades para plantear cuestiones sobre la sostenibilidad de la línea estratégica que se está adoptando y, de este modo, dar lugar a un debate sobre las medidas que es necesario tomar con el fin de seguir creciendo....

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The Music Xray case study can be used as a companion case to "Polyphonic HMI: Mixing Music and Math"...

The Music Xray case study can be used as a companion case to "Polyphonic HMI: Mixing Music and Math" (HBS Publishing, 2005) or as a stand-alone case. The case captures the emergence of a new business model in response to changes wrought on the music industry by the Internet, and particularly the advent of Web 2.0....

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On April 20, 2010, Deepwater Horizon—a floating, semi-submersible, dynamically-positioned drilling unit—exploded...

On April 20, 2010, Deepwater Horizon—a floating, semi-submersible, dynamically-positioned drilling unit—exploded after a massive natural gas gusher from a natural reservoir located more than 13,000 feet under the sea floor. The explosion killed 11 people working on the platform and injured 17 others. After the explosion, an estimated 4.9 million barrels of oil spilled into the Gulf of Mexico over a period of 87 days, causing unprecedented damage to the environment and to the local economy. BP was the main lease operator in that area and the main company responsible for the Deepwater Horizon drilling project. According to the National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling, the explosion was caused by poor security procedures and manual errors. However, at the time of the accident, the Deepwater Horizon team met the regulations and indications stipulated by the Mineral Management Service (MMS), the US Government agency responsible for guaranteeing the safety and security of offshore drilling rigs. During the three years prior to the accident, Deepwater Horizon had not received any citation for non-compliance. After the accident, BP's top management had to deal with at least three critical issues. First, understanding who should be responsible for setting proper safety standards. Is this the responsibility of the MMS or BP? Second, it had to design an international safety regulation. Should BP adopt homogeneous safety standards around the world, or should it just adapt to local legislation? Third, it faced defining its role and responsibility in the safety standards of its operational partners. Should BP be responsible for imposing safety standards on its contractors around the world? ...

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El 5 de octubre de 2005 Steve Jobs falleció debido a un cáncer. El recientemente retirado CEO de Apple...

El 5 de octubre de 2005 Steve Jobs falleció debido a un cáncer. El recientemente retirado CEO de Apple era una leyenda: había transformado Apple de una compañía cercana a la bancarrota a una de las compañías con más beneficios a nivel mundial. Es más, había revolucionado varias industrias en el proceso, incluyendo la música, la telefonía y las tabletas. Este caso explora los éxitos de Steve Job y los retos que afronta su sucesor, Tim Cook. "Podrá Cook continuar revitalizando Macintosh? Con las ventas de iPod en declive durante cuatro años consecutivos, "podrá Cook seguir con la preponderancia de iPhone frente a una competencia en crecimiento como Google y Samsung? "Podrá la nueva creación de Apple, el iPad, continuar dominando el mercado de las tablets, o serán los cometidores como Amazon o Samsung los que roben, compartan y bajen sus beneficios? En definitiva, "podrá Apple prosperar con Tim Cook a la cabeza en lugar de Steve Jobs?...

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On October 5, 2011, Steve Jobs tragically died of cancer. The recently retired CEO of Apple Inc. was...

On October 5, 2011, Steve Jobs tragically died of cancer. The recently retired CEO of Apple Inc. was a legend: he had changed Apple from a company near bankruptcy to one of the largest and most profitable companies in the world. Moreover, he had revolutionized several industries in the process, including music, phones, and computer tablets. This case explores Steve Jobs' successes and the challenges facing his successor, Tim Cook. Could Cook continue to revitalize the Macintosh? With iPod sales declining for four straight years, would Cook be able to continue the iPhone's dominance of smartphones in the face of growing competition from companies such as Google and Samsung? Would Apple's newest creation, the iPad, continue to dominate the tablet market, or would new competitors, ranging from Amazon to Samsung, steal share and drive down profits? And could Apple thrive with Tim Cook rather than Steve Jobs at the helm?...

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